My junior colleagues are generally assigned straightforward, easy and well defined 2 or 3 point tickets. They can rack up 20 points quickly. I work on fixing or replacing old fucked up chunks of functionality or poorly defined tickets with unknown outcomes. Those can take weeks trying various approaches and no guarantee of results. Deer in the headlights look when I tell them what I’m working on. Point-based progress optics can be misleading. This may not be your case but that has been my experience.
I don’t understand why the author mentions the $200K salaries paid to those managers. As if there is a threshold that has been crossed. That sort of thinking is problematic.
As Greaber wrote in his original essay for Strike! magazine, "I'm not sure I've ever met a corporate lawyer who didn't think their job was bullshit."
He also called out "private equity CEOs, lobbyists, PR researchers, actuaries, telemarketers, bailiffs or legal consultants" - many if not most of those are in the private sector.
Part of his point was "According to economic theory, at least, the last thing a profit-seeking firm is going to do is shell out money to workers they don't really need to employ. Still, somehow, it happens."
There are several shoes and coat brands in the 1K plus range that are incredible quality but obviously few people can afford. How would those gain any traction given that the site is based on voting? Seems like only mass market brands have the upper hand.
Good point. The default sorting is shuffled and not ordered by upvotes. But I definitely want to help people discovering new brands. I will work on that and added it to my backlog.
To make your comment useful [0], I would suggest explaining why and giving some context. For example, you could start with the size of your AWS infra, which other tools are you using other than CloudWatch etc.
